Colonel McCone cited a recent Hudson Report that published a study onGenerations X and Y and their changing values, particularly in New Zealand.The report determined that the primary difference between the two generationsstudied came with levels of experience, levels of financial and familycommitment, depth of personal development, political awareness and emotionalmaturity (not generational differences across the board).Colonel McCone cited the Hudson report in support of his belief that thereasons for joining the New Zealand Army have not changed significantly in 30years. Three areas of focus in the study were the national environment, thefamily environment, and educational environment. Demographic figures showthat the population of New Zealand is now four million. Given the relativegeographical isolation of New Zealand, the government places importance on“showing a flag” on the world stage in order to maintain economic ties. Despitethis, given its smaller population and isolation, many citizens take the view of “Why should we care [about the rest of the world]?” This attitude has the resultof generally discouraging citizens from joining the military forces.New Zealand values promote a relatively egalitarian society and in recentyears, support the multi-cultural traditions of New Zealand. This egalitarianismhas resulted in a low unemployment rate, which has further hampered youngcitizens from joining the military service. In recent years, however, an increasingeconomic disparity, increased use of drugs among young people, and an agingpopulation in New Zealand gives cause for concern and calls for creative ways torecruit the younger generation as they seek jobs in the market.Over the past 30 years, students have been encouraged to think andquestion, and children are taught their rights as an individual. Today’s younger generations are more ready to ask “Why” of military commanders, rather than togive ready assent. They generally possess a greater ability to multi-task and arevery comfortable with technology. Their loyalty, increasingly, is to themselvesand therefore poses a challenge to leadership in the military.Colonel McCone discussed the development of a leadership model for thefuture. He noted that it is vital that the New Zealand Army values must be at theheart of the framework. These values must be defended and not sacrificed.Internalizing these Army values, modeling them and instilling them in theeveryday lives of Soldiers are at the very core of leadership. Leaders must livethe New Zealand Army ethos and values, as subordinates will mode themselveson leaders’ behavior and not on their words. They must respond to ethically andmorally ambiguous situations and display moral courage and integrity in the faceof pressure. Leaders in the 21st Century must think smart by thinking ahead,being creative and prepared to be flexible and consider the consequences of theactions. Leaders influence others by building trust in their subordinates andbuilding relationships. Good leaders are respectful of and make an effort tounderstand other cultures. They are able to make and maintain relationshipswith a wide variety of people. Leaders must also confront and resolve conflictbetween Soldiers, units, Forces, and ethnic factions. They build teams that trainas coherent, tight knit units, something that promotes a healthy Army culture.